ISSN 1913-0341 [Print]
ISSN 1913-035X [Online]
www.cscanada.net
www.cscanada.org
Management Science and Engineering
Vol. 7, No. 2, 2013, pp. 94-103
DOI:10.3968/j.mse.1913035X20130702.Z001
A Strategic Analysis of Apple Computer Inc. & Recommendations for the Future
Direction
TAN Jinjin[a],*
[a]
“Think Different” (continuous innovation spirit), direct
sale business model, customer-focused services and
Apple brand power. With “Think Different” spirit, Apple
innovates and upgrades its products inexhaustibly. As a
successful imitation, Apple sells the products directly to
customers over the web, by phone, and Apple stores in
an endless stream. Implementing the customer-focused
services and “Switcher” campaign, the population of
Apple World and even People’s Republic of Mac (Feng,
2009) is proliferating day after day. Apple is not only an
illustrious innovator and inventor, but also a successful
imitator and strategist.
School of Foreign Language, Shandong International University,
Jinan, China.
* Corresponding author.
Received 11 April 2013; accepted 23 May 2013
Abstract
Apple® today announced financial results for its fiscal
2012 fourth quarter ended September 28, 2012. For the
quarter, the Company posted a net profit of US$45 million
or US$0.13 per share. These results compare to a net
profit of US$66 million, or US$0.19 per diluted share,
in the year-ago quarter (Bryan Chaffin, 2012). Apple is
ranked number six among the main computer makers,
with a market share of 3.48 percent, and worldwide, it
is in ninth place with only 2.4 percent market shares for
the first quarter of the year 2012. As one of the computer
giants, Apple’s predominance position is losing. Before
we provide recommendations and suggestions for the
future strategy choices and direction of the company,
it is essential to have an integrative understanding of
the external environment and internal environment,
identifying the opportunities, threats, strengths and
weaknesses, and explore the core competencies, which
can generate competitive advantages.
Key words: Apple Computer Inc.; Strategic analysis;
Recommendation
2. THE PROBLEM: HAMLET’S
SOLILOQUIES: TO BE, OR NOT TO BE:
THAT IS THE QUESTION
Comparing with Apple’s market shares for both the desktop
and portable computer decreasing by half, computer maker
Dell is in first place in U.S. market share with 26 percent and
worldwide with 14.3 percent (Jim Dalrymple, 2011). HP and
Compaq, IBM, Gateway and Microsoft are also indulging
themselves in “the excitement of combat, of living on the
edge” (Nelson DeMille).
Encountering those fierce heavyweights, how can
Apple settle the deficit and effectively fight with those
competitors in these arenas? How can Apple recapture
the market shares in the general computer battlefields and
achieve continuous victories in the consumer electronic
market? The principle of survival of the fittest and the law
of the jungle are always dominating the markets, so that
how to defeat the adversaries is an enigma concerning life
and death.
To be, or not to be: that is the question. Tough
questions usually don’t have easy answers. Synthesis of
analysis should be utilized to analyze the environments
and consequently, then the solutions could be self-evident.
TAN Jinjin (2013). A Strategic Analysis of Apple Computer Inc. &
Recommendations for the Future Direction. Management Science
and Engineering, 7(2), 94-103. Available from: http://www.cscanada.
net/index.php/mse/article/view/j.mse.1913035X20130702.Z001
DOI: http://dx.doi.org/10.3968/j.mse.1913035X20130702.Z001
1. THE APPLE MODEL
As a computer and consumer electronics giant, Apple
expands itself with four core philosophies, which are
Copyright © Canadian Research & Development Center of Sciences and Cultures
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TAN Jinjin (2013).
Management Science and Engineering, 7 (2), 94-103
3. THE EXTERNAL ENVIRONMENTAL
ANALYSIS
products which are designed to accompany them wherever
they go. This trend is motivating those competitors
to pursue the added-value from the customer-focused
services and customized products, which are exactly
advantage fields of Apple, who is marketing customizable
servers, aiming at both high-end and low-end consumers,
offering great color choices and artistically designing their
unique and elegant-look products to interest customers,
who are conscious of aesthetic factors.
In technological segment, computing technology is
rapidly evolving. It’s a golden opportunity to every player
in this arena. Also, Apple should take the fortune at the
tide with the latest technology development, in order to
attract and satisfy the customers and enhance itself.
In demographic segment, from the May 2001 to now,
approximately 50 Apple’s company controlled retail
stores are in operation, most of which are located in
high-traffic locations such as shopping malls and urban
shopping districts. Those stores are attracting the digitalgenerations, contributing to the increase of the visibility
of and excitement for Apple products.
While in global segment, all the players in this racing
are endeavoring to scramble for the market shares, which
are the lifeline concerning the future. Apple’s decreasing
shares in the worldwide market lead to the reduction of the
firm’s profit and if Apple couldn’t stop this disadvantageous
trend, the case would only go worse and worse.
In the external environmental analysis of Apple Computer,
Inc, I mainly utilize three tools and models.
First of all, in Appendix 1, PESTDG Analysis (Hitt,
Ireland and Hoskisson, 2012) is employed to analyze the
segments and elements in the general environment, which
is constituted by political and legal segment, economic
segment, socio-cultural segment, technological segment,
demographic segment, and global segment.
Secondly, the five forces of competition model (Hitt,
Ireland and Hoskisson, 2012) in Appendix 2 is introduced
to operate the industry environment analysis, which refers
to threat of new entrants, bargaining power of suppliers,
bargaining power of buyers, threat of substitute products,
and intensity of rivalry among competing firms analysis.
The competitor environment analysis (Hitt, Ireland
and Hoskisson, 2012) in Appendix 3 is the final part of
the external environmental analysis, whose components
are future objectives, current strategy, assumptions, and
capabilities.
3.1 The General Environment: PESTDG Analysis
According to the PESTDG Analysis, main trends from
those segments can be identified from those segments.
In political and legal segment, there is little evidence
showing that political and legal elements are strongly
influence the opportunity and threat toward Apple.
In economic segment, the commodity status of
personal computer makes the battle for market share is all
the more intense. The whole computing industry has been
running into an era that only the strong survive. But the
popularization of the computer with the potential profits
is allurement to those players with the number of personal
computers in use growing from 5.5 million in 1982 to 65
million in 1992.
In socio-cultural segment, entering the “Digital era”,
the computer system is becoming more and more essential
in any organizations, especially the governmental and
academic communities, education sector such as schools,
colleges and universities. The demands from these
customers are continuous increasing. But unfortunately,
Apple’s dominance in the education market throughout
the 1990s is being lost to Dell. If Apple could recapture
this traditional area of strength, it is sure to be a catalyst
for the recovery and reboot.
Another motivation of the personal computer market
is the emergence of digital-generations, who are both the
existing and potential powerful consumer in the individual
retail market.
The third assumption from the socio-cultural analysis
is that with the society’s progressing, the people,
especially the young generation would like to make
choices which are intended to express their individualities
and their differentiations from the others. They prefer the
3.2 The Industry Environment: Five Forces of
Competition Model
The threat of new entrants is medium. The fierce
competitor is the most powerful deterrence to those firms
who want to penetrate in to the computer market. The
commodity status of the personal computer leads the
competitors in this game to be fighting not only for the
margin, but also for surviving in such a mature market.
The others firms would even like to be a spectator rather
than a player in this arena at this time. Moreover, even
the computer giant Apple has adjusted its strategy to
the variable market, attempting another fighting in the
consumer’s electronic market, and seeking the products
diversification.
Capital requirement in high-tech field is very high.
In addition, the exiting competitors in this arena have
controlled the supply and distribution channels. The
newcomers may not easy to get the access to those channels.
Besides, the economies of scales, which is attributing to the
outsourcing of manufacturing and assembling work, are
really great barriers to the new entrants.
Last but not least, another important factor the new
entrants must take into consideration is that it seems not
easy to convert the loyalty of the consumers from a certain
range of choices to other brands.
The bargaining power of suppliers is low. Nowadays,
there are many satisfactory substitute firms to choose in
the manufacturing and assembling sections, and some of
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Copyright © Canadian Research & Development Center of Sciences and Cultures
A Strategic Analysis of Apple Computer Inc.
& Recommendations for the Future Direction
them are even facing the plight that may be purchased
by those computer giants, who have had the controlling
power which can greatly influence the price system
offered by the suppliers. What’s more, giants may have
to pay very low switching costs if they intend to turn to
other suppliers.
The bargaining power of buyers is high. The main target
consumers of apple are the academic institute, colleges and
schools in the education field, and retail buyers.
Apple’s predominant position in the education
market has been lost to Dell. Struggling to hold on to
its 15.2 percent market share in this industry, Apple has
to persuade those organizations to accept the ease of
the Apple computer products, and then print the order
forms. This is not as easy as turning one’s hand over. In
addition, the purchasing of governments, corporations,
academic institutions, education organizations are large
relative to Apple’s sales, so their bargaining power is very
high. Apple should devote itself to establishing a close
relationship with those organizations from top to bottom,
to recover the market share in this arena.
The individual buyers nowadays often have full
information about the products. They usually claim
much better services and lower prices. But frankly
speaking, they don’t have the ability to influence the
entire price system directly to some extent. So the
bargaining power of buyers is relatively lower. But
on the other side of the coin, the consumers have a lot
of substitute brands in those fields in the hardware,
software and consumer electronic fields. And they could
enjoy a low switch cost when they decide to choose
another preference.
The threat of substitute products is medium. As to
the general computers fields, including both desktop and
portable computer, the threat of substitute is relatively
weak. Not only the Tablet PC, Pen Computer, and XPC,
but also PDA, Smartphone and Palm still don’t have the
potential of constituting an effective threat against the
general computers in the near future.
Nevertheless, in the software market, the consumers
can choose Windows Systems, not Mac OS, just because
of the better compatibility of the Microsoft’s products.
To u c h i n g t h e i P o d , t h e r e a r e h u g e g r o u p o f
substitutes, such as Hard Disk Walkman and MP3
players, portable multimedia players, Mini Disk and HiMD players and even the mobile phones with a certain
multimedia functions can also pose an obstacle to iPod’s
prospective success.
The intensity of rivalry among competing firms is very
high. When we fractionize the whole market that Apple
has set foot in, we can perceive that there are precipices
everywhere in this competitive environment.
In the hardware field, just over 6 percent of the
worldwide desktop computer market and below 10
percent of the portable computer market was belonging
to Apple in the year 2000. Dell, HP and Compaq, IBM,
Copyright © Canadian Research & Development Center of Sciences and Cultures
Gateway not standers-by in this running while Apple‘s
market share for the both products decreased by half in the
period between 1995 to 2010. While in the software field,
the heavyweights are Microsoft and Sun. At the same
time, in the consumer electronic battlefield, the iPod is
facing an inevitably fierce fight with Hard Disk Walkman
and MP3 players, portable multimedia players, Mini Disk
and Hi-MD players and even the mobile phones with a
certain multimedia functions, which are constituting the
substitutions group.
3.3 The Competitor Environment Analysis
Apple’s goal is increasing the market shares in the
general computer market, software market as well as
achieving continuous success in the consumer electronic
market. While others competitors, including Dell, HP
and Compaq, IBM and Gateway, are all pursuing even
larger market shares, generating more profit, dreaming
of dominating and cornering the computer market. As a
result, a close battle is ineluctable. Moreover, Microsoft
wants to maintain its ongoing myth in the software arena
and prevent Apple from ripping this myth off.
The emphasis for the future is to solve the problem
of the $45 million loss and find an effective way of
fighting in the general PC market with those competitors,
especially in the education fields. Apple should also
steadily implement the “Switchers” campaign, and
strengthen itself in the consumer electronic market.
Although Apple isn’t occupying an advantage position
in the PC market, with iPod, Apple has entered a brand
new competitive arena with consumer electronics firms,
producing products for the entertainment industry. And
now iPad has constituted 12 percent of the company’s
$5.4 billion revenue in the year 2011. In addition, Apple
has implemented the “Switchers” campaign for the sake
of attracting new customers away from competitors
instead of merely retaining current customers. The
strategy of Apple is effective to face the changes in the
competitive structure.
Apple’s future in the general PC market may be very
volatile because of the intense competition. At the same
time, in the field of music player, the evolution of the
technology has been introducing the volatile characteristic
into the market.
What’s more, the Dell’s direct-to-customer business
model is imitated and the competitors have been aware
of the important role that the customer-focused service is
playing. In the tough competition, the competitors make
effort to develop their own differentiations and utilize
advantages in every fields of computing technology.
Compared to others players in this arena, Apple have
its own particularity. It has explored its own multi-business
solutions rather than more industry-specific strategy
implemented by other competitors. Apple has many
avenues of generating profits, although the predominance
position does not belong to Apple at present.
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TAN Jinjin (2013).
Management Science and Engineering, 7 (2), 94-103
Apple software sales are limited by the amount of Apple
hardware sales.
Another is finance gap. $45 million deficit has
been posted in the fourth quarter of 2002 is a financial
abyss that Apple is facing. It is occupying a precarious
position on the lower tier of financial performance in the
computer industry.
The first core competency from the value chain
analysis (Appendix 6) is “Think Different” philosophy,
namely, Apple’s continuous innovation spirit. It is a core
philosophy which is complemented within every sector
of both primary activities and support activities. It links
Apple’s innovation with several new product offerings
and technology, Apple’s taking the lead in successfully
attempting and penetrating into the consumer electronic
market, build-to-order model, customer-focused services
strategy, exclusive “store-in-store” program, “Switchers”
campaign, aggressive advertising strategy, and Macworld
Conference and Expo. The “Think Different” philosophy
is not only utilized in the technology innovation,
HRM field, and customer services, but also in channel
management and operation sectors. It is a valuable
capability because it helps Apple to generate brand
new strategy, adjust the current strategy flexibly to the
changeable market, capture the latest technology and
keep the profitability of the company. As such, it assists
Apple to neutralize threats and exploit the opportunities.
In addition, “Think Different” is a rare capability as
well as a costly and difficult to imitate capability since
few rival firms possess this valuable capability and it
is a unique organizational culture during every stages
of the company development, continuously promoting
differentiation achievement.
Another core competency is Apple’s brand power.
With super eminent customer-focused services strategy
as well as the aggressive advertising strategy, excellent
reputation, goodwill and image have been built up among
the consumers. In addition, the “Switchers” campaign was
starting up as another aggressive bid to win over Windows
users. Just as the proverb goes, “No pains, no gains”,
on advertising and “Switcher” campaign, Apple spent
nearly three times the percentage that Dell spent in the
four quarters ending March 2002. “It’s a really powerful
brand,” said Robin Rusch, editor of the Brandchannel.
com, which awarded Apple “Brand of the Year” in 2001.
“The overwhelming presence of Apple comes through in
everything they do.” (Leander Kahney, 2002) This is also
one of the achievements by Steve Jobs, who is devoting
himself assiduously and faithfully to rejuvenating the
Apple brand. Apple’s original minds and advertising can
be found everywhere in the world, with this name nearly
coming to define the word “ubiquitous”.
3.4 The Opportunities and Threats Analysis
The most highlighted opportunity (Appendix 4) is that
computer is becoming more and more popular, so there
are always increasing customer demands, not only from
individual consumer, but also from governmental and
education organizations. Moreover, arrivals of new
technologies bring in golden opportunity to upgrade the
existing products and innovate.
The most significant threat (Appendix 4) is that the
commodity status of personal computer makes the battle
for market share is all the more intense. Also, Apple is
suffering the loss of the market shares and predominant
position. What’s more, in the consumer electronic
market, emergence of substitute products constitutes a
powerful threat.
4. THE INTERNAL ENVIRONMENTAL
ANALYSIS
Firstly, resource audit (Appendix 5) is employed to
identify the tangible resources and intangible resources.
And resource gaps can be detected from this analysis.
Secondly, the Porter’s value chain analysis (Appendix
6) is utilized to identify the competitive potential of
capabilities. And finally, I use the value chain as an
intermediary stage, with the four criteria of sustainable
competitive advantage in the process of proving the core
competencies of Apple.
4.1 Resource Audit and Resource Gaps
Both the tangible and intangible resources (Appendix
5) of Apple are very abundant. Steve Jobs and his
efficient management team have outsourced most
of the manufacturing, assembly work, logistics and
transportation planning, which is a cost leadership strategy
and construct an integrated supply chain and distribution
system. “Careful management of suppliers is increasingly
critical to Apple’s success. The company lets its suppliers
keep in inventory certain “industry standard” parts and
components, Cook says. “(Doug Bartholomew, 1999)
Over 50 company controlled stores, whose “concept is
27 units strong-a significant milestone for both Apple and
Jobs, who “guaranteed” at least 25 units by yearend.” (Tim
Craig, 2012), are in good operation. In addition, Apple’s
delicate alliance with Microsoft in the software field and
cooperative relationships with Dell in the distribution
sector are “WIN-WIN Strategies” among the competitors.
With continuous innovation spirit, the successful
customer-focused services and “Switchers” campaign,
which are a differentiation strategy, Mac people and the
brand reputation, are proliferating.
From the Resource audit, two main resource gaps
are explored. One is technology gap. Apple’s software,
including operating system and applications still do not
have the perfect compatibility, bringing the problem that
4.2 The Strengths and Weaknesses Analysis
Now, the strengths and weaknesses in Appendix 7 can be
demonstrated from the internal environmental analysis.
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Copyright © Canadian Research & Development Center of Sciences and Cultures
A Strategic Analysis of Apple Computer Inc.
& Recommendations for the Future Direction
The primary strengths of Apple are “Think Different”
philosophy and continuous innovation spirit, a wellmanaged and integrated supply chain and distribution
system, a welcome customer-focused services strategy,
successful “Switcher” campaign and great Apple brand
power. These strengths successfully ensure the on-going
development of Apple, as well as attract new customers
away from the competitors.
The main weakness of Apple is products’ compatibility,
which confines Apple software sales by the amount of
Apple hardware sales. Although many efforts have been
made, the users are still not satisfied. Another urgent
problem is the current lower tier of financial performance.
Apple should struggle for the profitability and better
financial circumstance.
CONCLUSION
The semiannual Macworld Conference and Expo is really
the carnival of Apple fans from all over the world. For
them, the name of Apple is always breathing the magic
with the legendary innovation spirit. Steve Jobs’ dilemma
is not very hard to settle, if he could find the right position
to inhabit and right way to go.
In the near future, the hybrid strategy will definitely
give Apple a leg up, which supports Apple to insist its cost
leadership strategy, differentiation strategy, outsourcing
strategy and the customer-focused services strategy under
the guidance of the “Think Different” philosophy.
At the same time, with the improvement of the
compatibility of Apple’s software and hardware, Apple’s
new situation can be expected soon and a new fashion is
under Apple’s leading.
4.3 SWOT Analysis
Now, I have conducted a SWOT Analysis (Quick MBA)
synthesized from both the external environmental analysis
and internal environmental analysis, in order to classify
the opportunities and threats as well as the strengths and
weaknesses. The SWOT Analysis is a useful instrument in
shaping up and selecting the appropriate strategy for the firm.
REFERENCES
Bryan Chaffin (2012). Apple posts profits of US$45 million,
U S $ 7 m i l l i o n p ro f i t b e f o re n o n - re c u r r i n g c o s t s ,
Macobserver. Available from http://www.macobserver.com/
stockwatch/2012/10/16.2.shtml (Accessed 2/11/2012).
David Feng. (2009). People’s Republic of Mac: think different
stuff for the people, macsimumnews. Available from http://
www.macsimumnews.com/index.php/archive/peoples_
republic_of_mac_think_different_stuff_for_the_people/
(Accessed 2/11/2012).
Doug Bartholomew. (2009). What’s really driving apple’s
recovery, industry week. Available from http://www.
industryweek.com/ReadArticle.aspx?ArticleID=325
(Accessed 2/11/2012).
Hitt, M., Ireland, R. and Hoskisson, R. (2012). Strategic
management: competitiveness and globalization (concepts
and cases) 6th Edition. Thomson South-Western.
Jim Dalrymple. (2011). Apple reports $45 million loss,
Macworld. Available from http://www.macworld.com/
news/2012/10/16/financial/ (Accessed 2/11/2012).
L e a n d e r K a h n e y. ( 2 0 1 2 ) . A p p l e : I t ’s a l l a b o u t t h e
brand, wired. Available fromhttp://www.wired.com/news/
mac/0,2125,56677,00.html (Accessed 2/11/2012). SWOT
analysis, Quick MBA. Available from http://www.quickmba.
com/strategy/swot/ (Accessed 2/11/2012).
Michael Boland (2012). Core problem, forbes. Available
from http://www.forbes.com/asap/2012/1007/013a.html
(Accessed 2/11/2012).
Tim Craig. (2011). Apple’s new store is sweet, as long as
economy doesn’t sour. Available from http://www.
dsnretailingtoday.com/archives/preview.cfm?ID=20120078
76987&SS=Apple’s+new+store+is+sweet&CFID=2689482
&CFTOKEN=34992602 (Accessed 2/11/2012).
5 . S T R AT E G I C C H O I C E S A N D
RECOMMENDATIONS
Firstly, Apple should continue to implement the hybrid
strategy, which is integrated by cost leadership strategy
and differentiation strategy, continuously carry out
outsourcing strategy and promote economies of scales
to decrease costs as well as further develop the “Think
Different” philosophy, innovating in the products,
management process, marketing and services, which is the
groundwork of differentiation strategy.
Secondly, Apple should persist in the “Switchers”
campaign, customer-focused services strategy and
aggressive advertising strategy, driving the users away from
the Microsoft to Apple, and expanding the market shares.
Thirdly, Apple should not only lever existing
competencies to compete in the consumer electronic
market, but also built new competencies to fight for
the predominance, accelerating the self-enhancement.
For example, it could invent new edges for this market,
besides iPod series products.
Fourth, Apple should establish a close relationship
with the governmental and education organizations, which
can constitute the major source of profit in the general PC
market. After all, Apple’s core markets are schools--a lowbudget, limited-growth sector (Michael Boland, 2012).
Last but not least, enhance the compatibility of the
software and hardware as well as properly settle the loss
to fill in the gaps.
Copyright © Canadian Research & Development Center of Sciences and Cultures
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TAN Jinjin (2013).
Management Science and Engineering, 7 (2), 94-103
APPENDIX I
3.2 Computing technology is rapidly evolving. (linkage
with 1.4)
1. The General Environment: PESTDG Analysis
Economic
1.1 As the computer industry dwindled in the post-Y2k
economy, Apple performed unprofitably once again in the
second half of 2000. (linkage with 1.4 & 1.5)
1.2 Apple now occupied a precarious position on the
lower tier of financial performance in the computer
industry. (linkage with 1.3)
1.3 Apple is ranked number six among the competitors
list above, with a market share of only 3.48 percent.
(linkage with 1.2)
1.4 Today, the personal computer has reached the status
of commodity and the battle for market share is all the
more intense. Clearly, the market has reached maturity
and only the strong survive. (linkage with 1.1 & 3.2)
1.5 $45 million loss has been posted in the fourth quarter
of 2002. (linkage with 1.1)
4. Demographic
4.1 In 2001, apple opened its first Apple Store near
Washington DC and has over 50 locations across the US.
(linkage with 4.2 & 4.3)
4.2 Apple opened its first company controlled retail stores
near Los Angeles and Washington DC, in May 2011.
Expecting to double market share of 5 percent at that time.
Apple opened another stores across the US by the end of
2011, most of which were located in high-traffic locations
such as shopping malls and urban shopping district. The
store will attract those of the digital-generation who are as
yet unfamiliar with Apple computers. (linkage with 4.1 &
4.3)
4.3 Approximately 50 apple stores are in operation. The
apple stores increases the visibility of and excitement for
Apple products. (linkage with 4.1 & 4.2)
5. Global
5.1 Worldwide, Apple fares worse. It is in ninth place
with 2.4 percent market shares. (linkage with 1.1 & 1.3)
5.2 Apple’s share of the worldwide desktop market in
2010 was just over 6 percent and in the portable market
just below 10 percent. (linkage with 5.1, 1.1 & 1.3)
5.3 The most alarming fact is that between 2005 and
2010, apple’s share of the market for both products
decreased by half. (linkage with 5.1 & 5.2)
2. Socio-cultural
2.1 Those people pay a premium because they want the
Mac hardware and software-the whole universes of people
that do work in that segment are Mac people. (linkage
with 2.2 & 2.5)
2.2 Apple offers its computers in two categories for
beginners and for advanced users, who will pay a higher
price for higher performance. Like the desktops, apple’s
portable computers are also segmented into two specific
product lines. Both are designed to accompany the user
wherever he or she goes, but they differ in performance
and price. (linkage with 2.1)
2.3 IBM works with the governmental and academic
communities to provide customers with the most
sophisticated products that technology will permit.
(linkage with 1.4 & 2.4)
2.4 Apple has also created a specially designed computer
called the eMac that fits on a school desktop and comes
with applications for learning. The e stands for education
and this computer is sold to schools and other academic
institutions, one of apple’s most important niche markets.
(linkage with 1.4 & 2.3)
2.5 Apple also markets customizable servers, offer great
color choices and are artistically designed to interest
customers who are conscious of aesthetic factors. Unique
and elegant look. (linkage with 2.1 & 2.2)
2.6 Must realistically evaluate the possibilities for success
in the education sector, a traditional area of strength.
(linkage with 2.3 & 2.4)
2.7 The store will attract those of the digital-generation
who are as yet unfamiliar with Apple computers. (linkage
with 4.1, 4.2 & 4.3)
APPENDIX II THE INDUSTRY
ENVIRONMENT: THE FIVE FORCES OF
COMPETITION MODEL
1. Threat of new entrants: Medium
1.1 The fierce competitor is the most important deterrence
to those firms who want to penetrate in to this market.
1.2 The computer industry dwindled in the post-Y2k
economy; the other firms would like to be a spectator
rather than a player.
1.3 Today, the personal computer has reached the status
of commodity and the battle for market share is all the
more intense. Clearly, the market has reached maturity
and only the strong survive.
1.4 Even the giant Apple has adjusted its strategy to try
another fighting in the consumer’s electronic market,
seeking the product diversification.
1.5 Economies of scales are another barrier to the
entrants.
1.6 It seems not very easy to convert the loyalty of the
consumers.
1.7 Capital requirement in high-tech filed is very high,
and the exiting competitors in this arena has control the
supply and distribution channel.
3. Technological
3.1 The number of personal computers in use grew from
5.5 million in 1982 to 65 million in 1992. (linkage with 1.4)
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Copyright © Canadian Research & Development Center of Sciences and Cultures
A Strategic Analysis of Apple Computer Inc.
& Recommendations for the Future Direction
2. Bargaining power of suppliers: Low
2.1 There are too much satisfactory substitute firms to
choose in the manufacturing and assembling section.
2.2 The giant corporation has the controlling power
that they can greatly influence the price system which is
offered by the supplier.
3. Bargaining power of buyers: High
3.1 The main target of apple is the academic institute and
schools in the education field, and retail buyers.
3.2 Apple’s dominance in the education market
throughout the 1990s is being lost to Dell, who is leading
with 35 percent of the market.
3.3 Apple is struggling to hold on to its 15.2 percent
market share in this industry. Apple has to persuade those
originations to accept the ease of the apple computer and
the eMac.
3.4 The consumers have a lot of substitute brands in these
fields. And the switch cost of the consumers is low.
4. Threat of substitute products: Medium
4.1 As to the general computers, including both desktop
and portable computer, the threat of substitute is relatively
weak. Not only the tablet pc, Pen Computer, and XPC, but
also PDA, Smartphone and Palm don’t have the potential
of constituting an effective threat.
4.2 But in the software market, the consumers can choose
widows system, not MacOS.
4.3 As to iPod, there are huge group of substitute such
as Hard disk-Walkman, Hard disk Mp3 players, portable
multimedia players, MD players, HI-MD players and even
the mobile phone with the multimedia function.
5. Intensity of rivalry among competing firms:
High
5.1 There are so many choices for the consumers. They
can choose others brands as the substitution. And the
switch cost is very low.
5.2 Apple’s share of the worldwide desktop market in
2000was just over 6 percent and in the portable market
just below 10 percent. HP/Compaq is the most established
player in this industry. Before the acquisition, Compaq
commanded over 10 percent of the portable market and
nearly 15 percent of the desktop market, while HP was
also a major player, Dell and Gateway occupy the direct
marketing channel. Dell alone captured over 10 percent
of the market for both desktops and portable computers
in 2010. The most alarming fact is that between 2005
to 2010, apple‘s share of the market for both products
decreased by half.
5.3 In hardware field, the great competitors are HP/
Compaq, Dell, and IBM. While in software arena, the
heavyweight are Microsoft and Sun. in the consumer
electronic market, the iPod is facing the inevitably combat
with the Hard disk-Walkman, Hard disk Mp3 players,
portable multimedia players, MD players, HI-MD players
and even the mobile phone with the multimedia function.
APPENDIX III THE COMPETITOR ENVIRONMENT ANALYSIS
Future Objectives:
Assumptions:
Apple’s goal is increasing market shares in hardware, software and Apple’s future may be very volatile because battle is all the more
consumer electronic market. Others competitors are all pursuing intense. And in the field of music player, the evolving of the
even larger market shares, dreaming of dominating and cornering technology has been introducing volatile characteristics of the
the computer market. Emphasis should be finding an effective way market.
of fighting with those competitors, especially in education fields, The Dell’s direct-to-customer business model is imitated and all the
and strengthening itself in the consumer electronic market. Apple competitors have been aware of the importance of customer-focused
has a long history of innovation and tenacity in the face of stiff services.
competition.
Capabilities:
Current Strategy:
Apple has its own particularity. It has explored its own multi- Apple is ranking number six among the competitors. Worldwide, it
business solutions rather than more industry-specific strategy is in ninth place.
implemented by other competitors. And the “Think different” The strategy support changes in the competitive structure with a long
philosophy is really a trump card.
history of innovation and differentiation strategy.
Response:
Apple should continue to implement the hybrid strategy as well as further develop the “Think Different” philosophy. Also, Apple should
persist in the “Switchers” campaign, customer-focused services strategy and aggressive advertising strategy. In addition, Apple should
establish a close relationship with the governmental and education organizations.
A P P E N D I X I V A N A LY S I S O F T H E
OPPORTUNITIES AND THREATS
1. Opportunities
1.1 The number of personal computers in use grew from
5.5 million in 1982 to 65 million in 1992. Popularization
of Computer guarantees increasing demands.
Copyright © Canadian Research & Development Center of Sciences and Cultures
Computing technology is rapidly evolving.
Technology evolution brings in the innovation and
upgrade opportunities.
1.2 Customer-focused services strategy meets the
demands of current socio-culture.
Emergence of digital-generations
1.3 From the May 2011 to now, approximately 50
company controlled Apple retail stores are in operation,
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most of which are located in high-traffic locations such as
shopping malls and urban shopping districts.
2. Threats
2.1 The commodity status of personal computer makes
the battle for market share is all the more intense.
2.2 Emergence of substitute products constitutes a threat
in the consumer electronic market.
2.3 Apple’s dominance in the education market
throughout the 1990s is being lost to Dell.
2.4 Worldwide, Apple fares worse. It is in ninth place
with 2.4 percent market shares. The most alarming fact is
that between 2005 and 2010, apple’s share of the market
for both products decreased by half.
APPENDIX V RESOURCE AUDIT
Tangible Resources
Apple has the pioneer technology and sophisticate history of the
computing industry. It continues to innovate with several new product
offerings.
Apple operates over 50 company controlled retail stores across the US,
most of which were located in high-traffic locations such as shopping
malls and urban shopping district.
Human resource: Apple has an efficient management team and Steve
Jobs is the superexcellent leader of this team.
Most of the apple’s manufacturing, assembly work, logistics and
transportation planning was outsourced, resulting in great efficiency
and lower costs.
Apple’s competitive market shares in American market and the global
market.
Apple also has abundant experience of fighting in the consumer
electronic market.
Apple’s trademark is really a significant wealth.
Apple’s alliance with Microsoft in the software field and cooperative
relationships with Dell in the distribution sector
Macworld Conference and Expo is a platform for Apple to demonstrate
its innovation.
Mac people, who would like to pay a premium because they are crazy
about the Mac hardware and software.
Intangible Resources
The excellent Apple brand reputation and the quality of the
products of Apple are in high repute.
Apple’s philosophy: “Think Different” (continuous innovation
spirit), customer-focused services strategy, “Switcher” campaign.
Direct sale model used through internet, telephone, and company
controlled retail stores.
Apple devoted itself to construct a well-managed and integrated
supply chain and distribution system.
Apple implements a hybrid strategy which integrates the cost
leadership and differentiation strategy.
Apple has a long history of innovation and tenacity in the personal
computer market in the face of stiff competition.
Resource Gaps
Apple’s software, including operating system and applications still do not have the perfect compatibility, bringing the
problem that Apple software sales are limited by the amount of Apple hardware sales.
The $45 million deficit has been posted in the fourth quarter of 2002 is a financial abyss that Apple is facing. It is
occupying a precarious position on the lower tier of financial performance in the computer industry.
APPENDIX VI ANALYSIS OF PORTER’S VALUE CHAIN
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Firm Infrastructure
Philosophy: “Think Different” (continuous innovation spirit); Direct sale business model; Customer-focused services; Apple Brand power; Leadership-Steve Jobs
Human Resource Management
Sophisticated and innovative leader Steve Jobs and management team
Technology Development
Apple has the pioneer technology and sophisticate history of the computing industry. It continues to innovate with several new product offerings. Successfully attempt and penetration in the
consumer electronic market
Procurement
Outsourcing strategy. Integrated supply chain and distribution system. Good and close relationship with suppliers and distributors. Alliance with Microsoft in the software field and cooperative
relationships with Dell in the distribution sector. Direct sale business model, which is a good imitation of Dell Model.
Inbound Logistics
Outbound Logistics
Marketing and Sales
After-Sales Service
Reduce inventory and order-to-delivery time;
Operation
Logistics and transportation Direct sale to customers over the Carry a variety of thirdLogistics and transportation planning was
Manufacturing and assembly work was outsourced planning was outsourced;
web, by phone, and Apple stores;
party hardware and
outsourced;
to contract manufacturers to reduce costs, improve Shaped up its distributions Exclusive “store-in-store” program; software, as well as certain
Channel assembly and consolidation;
economies of scale and faster time to marker;
chain;
Build-to-order model;
hardware support services
Increase standardization of parts and worked
Build-to-order model;
Develop online configuration “Switcher” campaign;
in Apple retail stores;
more closely with suppliers to minimize
Customer-focused service strategy.
programs for resellers;
Customer-focused service strategy; Service free software for
errors in forecasting demand;
Integrative supply chain and Aggressive advertising strategy;
the teachers with the eMac.
Integrative supply chain and distribution
distribution system.
Macworld Conference and Expo.
system.
A Strategic Analysis of Apple Computer Inc.
& Recommendations for the Future Direction
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A P P E N D I X V I I A N A LY S I S O F T H E
STRENGTHS AND WEAKNESSES
Strengths
Standing with the latest and pioneer technology
Sophisticate experience of the computing industry
Over 50 company controlled retail stores across the US
Steve Jobs and efficient management team
Successful outsourcing resulting in low cost
Competitive market shares in American and global
markets
Excellent trademark and brand reputations
Alliance with Microsoft and cooperative relationships
with Dell
Macworld Conference and Expo
Mac people, Apple World, even People’s Republic of Mac
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“Think Different” Philosophy and continuous
innovation spirit
Welcome customer-focused services strategy
Successful “Switcher” campaign
Well-rounded Direct sale business model
Well-managed and integrated supply chain and
distribution system
Hybrid strategy: integrate the cost leadership and
differentiation strategy
Successful penetrating into the consumer electronic
market with iPod
Weaknesses
Disadvantage in compatibility
Current lower tier of financial performance
Copyright © Canadian Research & Development Center of Sciences and Cultures